When Parents Serve on the School Board

WHEN PARENTS SERVE ON THE SCHOOL BOARD

Serving on the board of the school where your children attend has both challenges and blessings. It is a privilege and honor to help guide the growth of your child’s school. Thank God for committed parents who give of their time and talents to serve the Christian School. The ultimate challenge is to remember what hat you are wearing. The Parent Hat never goes into the board room and the Board Hat never leaves the board room.

While directing car pool traffic the teacher noticed a car entering the exit lane. When stopping the car the driver proclaimed, “But I’m a board member.” Yes, he was a board member by title, but at that moment he was only a parent !

School board literature consistently confirms that trustees have no authority individually. (Rosenberg,1997) Their only authority is when participating in board meetings. Although they may have contact with staff, teachers, and students like other parents have, trustees must be very discreet in what they say and do in relation to the staff.

“No individual trustee, not even the Chair has the authority to give directions to the head [of school]. Such authority rests only with the full board….” (Stanton, 1998)

Trustees are obligated to make decisions without partiality (favoritism). Scripture calls this sin (James 2:1-13). Trustees must focus on what is best for all children, the school, and the future. When trustees attempt to introduce issues that might directly help their own children, or voice exasperation with rules or policies, the Chair must insist that these are administrative, not board issues. When a potential conflict of interest exists, it is prudent for the trustee to recuse himself from the debate and vote. Board deliberations must never be influenced by family circumstances or what seems best for a few friends.

When board members willing surrender personal agendas and biases to what is best for the body, and submit themselves to being guided by the principles of Scripture, the board will enjoy unity of purpose and mission. “Behold, how good and how pleasant it is for brethren to dwell together in unity!” (Psalm 133:1)

Paul Horovitz, compares the parent-trustee to a camera with interchangeable lenses “The parent is naturally equipped with a single, close-up lens…the task of the head and [the Chair], is to provide the parent trustee with two additional lenses –a wide angle for viewing the school as a whole and a telephoto lens for taking a long view of the school’s future.” (Inside Private School Management. “Make Those Parent Board Members the Asset They Can Be.” Volume 5, Number 6, November 2000.)

We should remind parent-trustees that their role in the school, and their relationships with other parents, will change. Parents may urge them to bring specific concerns to the board, but their trustee role centers in facilitation rather than problem-solving. What they say carries more weight now because people interpret it as a board opinion.

When a nominating committee considers school parents for an opening on the board, it would be wise to inform the administrator. A candidate may appear to be well qualified, but the staff knows if he/she has a history of engaging the teachers about his/her children, or if he/she complains frequently about school policies. The administrator should counsel all parent candidates about the unique challenge and potential problems of being a parent-trustee.

Trusteeship is further complicated by the fact that many Christian schools represent the ministry of a local church. Trustees worship and socialize weekly with faculty, parents and students who perceive them as having “authority.” Trustees must be good listeners but must refer all matters back

to the school staff. “Trustees [forget] they have no power outside of a duly constituted board meeting . . . when approached by a staff member with a concern . . . remind [them] of the chain of command and that . . . Scripture reminds us we are to be “quick to listen but slow to speak.” (James 1:19) Matthew 18 gives us direction for resolving problems.

Confidentiality of board deliberations is absolutely essential. Dissent is healthy when it remains within the board meeting. Once the vote is taken, the board speaks as ONE VOICE. To put it another way, all board members speak inside the board room but only one designated person, usually the chair, speaks outside the meeting, and only on matters already decided by the board. Individual trustees cannot make promises, anticipate, or circumvent the once voice of the board.

References:

1. Andringa, Robert C. and Ted W. Engstrom. Nonprofit Board Answer Book. National Center for Nonprofit Boards: Washington, DC 1997.

. 2. Rosenberger, Michael K., Team Leadership: School Boards at Work.

Lancaster, PA. 1997.

3. Stanton, Barbara, Trustees Handbook, Boston, MA. 1989.

Trustees must focus on what is best for all children, the school, and the future. They must understand and commit to consistently applying all policies and being impartial in all decisions.